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| Criterion |  Facilitation Six Thinking Hats |  Product Strategy OKRs |  Facilitation Stakeholder Mapping |
|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-2 h Setup | 60–90 min |
Participantsdifferent | 4-12 | 2-20 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | OKR set, Measurement plan, Review cadence | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FacilitationOptionsDecision | GoalsAlignmentOutcomesMeasurement | StakeholdersAlignmentFacilitationChange |
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